BSTE 422

LEEREENHEID / STUDY UNIT 4:

Transforming a Business Plan into an Action Plan
Verander ‘n besigheidsplan in ‘n aksieplan

Mrs C Kruger
 Outcomes of SU 4 /
Uitkomste van LE 4
After engaging with the materials Nadat jy die studiemateriaal en
and activities in this study unit, you aktiwiteite in hierdie leereenheid
should be able to: bestudeer het, behoort jy in staat te
wees om:
• Analyse the transformation of a
business plan into an action plan • die transformasie van 'n besigheidsplan
in 'n aksieplan met spesifieke
with specific reference to Gantt
verwysing na Gantt-kaarte/Werk-
charts/Work Breakdown Structure afbreekstruktuur (WBS) met tydlyne en
(WBS) with timelines and verantwoordelikhede tet ontleed; en
responsibilities; and
• te verduidelik wat projekbeplanning is,
• Explain project planning and all the en al die aktiwiteite wat voltooi moet
activities that need to be completed word om 'n projek suksesvol uit te voer.
to execute a project successfully
The transformation of a business plan into an
action plan
This will involve the plans for:
Dit sal die planne behels vir:
• what needs to be done,
• wat gedoen moet word,
• who has to do it and
• when the job needs to be • wie dit moet doen; en
completed.
• wanneer die werk voltooi
moet word.
How is this done?
 Advantages of having an action plan
• It enables projects to be achieved
within the specified time.
• It helps the person responsible for
achieving certain goals to be
organised.
• It is a control measure against
which standards and performance
can be measured.
• It prioritises activities according
to importance.
• Dit maak dit moontlik om projekte
binne die gespesifiseerde tyd te
bereik/af te handel.
• Dit help die persoon wat
verantwoordelik is vir die bereiking
van sekere doelwitte om
georganiseer te word.
• Dit is 'n beheermaatreël waarteen
standaarde en prestasie gemeet kan
word.
• Dit prioritiseer aktiwiteite volgens
belangrikheid.
Five different stages for developing
the Action Plan
Stage 1:
Summary of your Stage 2:
Stage 3:
vision, mission, Work Breakdown
Action Step chart
goals and Structure (WBS)
objectives

Stage 4:
Timelines
Stage 5:
indicating key
Gantt chart
targets and
deadlines
STAGE 2: Work breakdown structure (WBS)
FASE 2: Werkverdelingstruktuur
 The first step is to divide the business plan into • Die eerste stap is om die sakeplan in kleiner fases
smaller project stages.x te verdeel.

• Dit word gedoen deur die identifisering van wat

 This is done by identifying what will be done.
gedoen gaan word.

 Next the structure of the work breakdown • Volgende word dit verdeel in vlakke.
structure is divided into levels.

• Elke vlak gee meer besonderhede.

 Each level gives more detail.

 This allows the work to be divided into
manageable tasks.
 The elements should be logically connected and
all the main details should be included.
• Dit laat die werk in hanteerbare take verdeel word.
• Die elemente moet logies verbind word en al die
vernaamste besonderhede moet ingesluit word.
 WBS / WVS

Four steps of a work breakdown structure Vier stappe van ‚n werkverdelingstruktuur

• Identify one key task.
• Subdivide the task into secondary tasks.
• Break down each secondary task into specific
detail.
• Check for logic, sequence and detail.
• Identifiseer een van die belangrikste take.
• Verdeel die taak in sekondêre take.
• Breek elke sekondêre taak in spesifieke
besonderhede
• Kyk vir logika, volgorde en detail
STAGE 3: Action step chart
FASE 3: Aksie stappe kaart
Geoffrey Bilikwe has been a taxi driver for the past ten years. He is tired of
working for other people and has decided to start his own taxi business. He
has already developed his business plan.
GEOFFREY BILIKWE'S ACTION STEP CHART
Geoffrey approaches you to construct a WBS for him. What? By whom? By when? Expected outcome
Determine the criteria Geoffrey By the end of June Final candidates wi
for the candidates. Two friends who will interviewed and tw
assist with the interview appointed.
Die Aksie Stappe Kaart beskryf: Interviews
Advertise the position. process

• Wat? Shortlist candidates.

• Deur wie? Interview candidates.

Determine skills needed. Geoffrey To be completed Offer a salary pack
• Wanneer? Accountant before the market related.
• Verwagte uitkomste? Determine quality of
employees wanted.
positions are
advertised Offer salary packag
Salaries attractive to good e
Determine how many
The action step chart describes: years' experiences. Make salary packag
affordable for the c
• What? sustain.
• By who? Find out market-related
salaries.
Geoffrey
Two friends who will
Before advertising
the positions
Set up criteria to u
advertising the pos
• By when? assist with the interview selecting shortliste
Decide on package process candidates, and int
• Expected outcome? Skills including medical aid candidates.
and pension.

Determine the budget

for the salaries.
 STAGE 4: Timelines
FASE 4: Tydlyne
A timeline has a title and labels. It uses a series of dates on a linear scale to indicate the date of completion for each
task.

 The dates are projected rather than the actual dates.

 The timeline does not indicate the duration of a project.
 It shows a passage of time.
 The timeline is usually divided into equal spaces that represent weeks or months.
 Entries must be accurate and the information well organised.
 The timeline should be visually appealing, clean and neat.

Note the following

 The timeline is developed according to the sub-tasks and work
packages that he developed in the WBS.
 It specifies an end date or a date by which the activity should be
completed.
 It does not provide start dates.
 It does not provide details of the projects.
 STAGE 4: Timelines
FASE 4: Tydlyne
'n Tydlyn het 'n titel en etikette. Dit maak gebruik van 'n reeks van datums op 'n lineêre skaal
om die datum van voltooiing vir elke taak aan te dui.

• Die datums is eerder geprojekteer as die werklike datums.

• Die tydlyn dui nie die duur van 'n projek aan nie.
• Dit toon 'n verloop van tyd.
• Die tydlyn is gewoonlik verdeel in gelyke ruimtes wat weke of maande verteenwoordig.
• Inskrywings moet akkuraat wees en die inligting goed georganiseer.
• Die tydlyn moet visueel aantreklik, skoon en netjies wees .

Let op die volgende

• Die tydlyn is ontwikkel volgens die sub-take en werk
pakkette wat hy ontwikkel in sy WVS.
• Dit spesifiseer 'n einddatum of 'n datum waarop die aktiwiteit
voltooi moet word.
• Dit verskaf nie begin datums nie.
• Dit verskaf nie besonderhede van die projekte nie.
 TIME LINES
• To plot your action plan.
• All the activities that need
to be done
• The date order in which
tasks will be completed
• It is a line on which time and
activities are marked
• To get a visual picture of
what is happening
 STAGE 5 / FASE 4: GANTT CHART
Information from the timeline and action step
chart is used to develop the Gantt chart.
 The Gantt chart is structured in such a way
that it clearly shows activities against dates.
 The Gantt chart has two axes.
 The vertical axis indicates the project stage.
 The horizontal axis shows duration of time.
 A start and end date are indicated for each
task.
 The Gantt chart shows the duration of the
tasks and the duration of the overall project.
Inligting van die tydlyn en aksiestap grafiek
word gebruik om die Gantt-kaart te ontwikkel.
• Die Gantt-kaart is op so 'n wyse dat dit duidelik
aktiwiteite aandui teenoor datums.
• Die Gantt-kaart het twee asse.
• Die vertikale as dui die projek stadiums aan.
• Die horisontale as dui die duur van die tyd aan.
• ‚n Begin- en einddatum word aangedui vir elke
taak.
• Die Gantt-kaart toon die duur van die take en
die duur van die projek as geheel.
 GANTT CHARTS
• Visual tool that introduces other variables such as the responsibilities of every
member of the team that can be used for project management.
• It states the starting and end dates, time lines, jobs that must be completed.
Functions of Gantt charts
• To plan projects and to monitor progress of projects.
• Indicating how long it will take to finish a project.
• Sequencing the activities that must be carried out.
• Indicating the tasks that can be carried out simultaneously.
• Helping project managers instantly see what activities should have been
completed at a certain point in time.
• Helping project managers identify the resources they will need to complete a
project.
 GANTT CHARTSTime line
Each
member’s
responsibility
Tasks happen
simultaneously

Start End
date date
 CONCEPTS
Work Breakdown Structure
delivery
• A Work Breakdown Structure (WBS) is a
diagram that breaks down all tasks
that must be performed to complete a scheduling risks
project.
• A WBS is a hierarchical structure.
• The project is stated at the top of the
diagram. WBS
resources predict the
• All tasks that must be performed to needed outcomes
complete this project are then grouped
or packaged together.
• These chunks of work, or “work
packages” are then presented as budget
all the
tasks
“branches” of the WBS.
Business sequencing rules to determine which tasks
should be completed first:
 Critical path analysis (CPA)
• Especially useful for large projects
• CPA calculates the maximum time for each task to be completed,
• and identifies tasks that can be delayed.
 PERT analysis

• PERT stand for “Programme Evaluation and Review Technique"

• A PERT network is a diagram that looks like a flow chart
• It shows the order of activities needed to complete a project and the time or
costs of each activity.
• When using a PERT network, a project manager must think about what has to be
done, determine which events depend on one another and identify potential
trouble spots.
• To construct a PERT network, you need to know three terms: events, activities and
critical path.
• Events are end points indicating that major activities are completed.
• Activities are the actions that take place.
• The critical path is the longest or most time-consuming order of events and
activities that is needed to complete the project in the shortest amount of time
https://www.researchgate.net/figure/Flow-chart-of-the-new-
algorithm-developed-based-on-PERT-CPM_fig5_278043382
 Project planning
• Is a detailed description of all the activities that need to be
completed in order to execute a project successfully.
• People in charge of projects are known as project managers and are
held responsible for the success or failure of projects.

Steps to successful project planning

https://www.effectuspr.com/projectmanagement
 Steps to successful project planning

ST • It acts as a roadmap for all stakeholders: name all stakeholders and state their needs
EP
1
ST • Divide the project into a list of variables: Smaller tasks can be assigned to specific team members.
EP
2
ST • Discuss the project with your team: Identify all individuals or organisations involved and describe their
EP responsibilities in detail.
3
ST • Identify possible risks: Consider all scenarios of what can possibly go wrong, e.g. delays, cost increases, etc.
EP
4
ST • Create a budget: The project cost and estimated budget must be listed. Resist allowing large amounts without
EP identifying exactly how it is intended to be spent.
5
• Add milestones: These may serve as motivation to accomplish the larger goal. Take the team members’
ST productivity, availability and efficiency into account.
EP
6
SUMMARY